Evaluation of Canon’s Strategies Essay Example for Free

Evaluation of Canon’s Strategies Essay The first part of this investigation involves an evaluation of the strategies used by Canon and the key factors for success. In order to being this review, it is first necessary to consider how the company has performed in recent years. Table 1 provided below provides an overall review of the organization’s performance in recent years. The data clearly suggests that Canon has made notable progress toward developing market share, revenues and profitability. In addition to reducing its debt to asset ratio in 2008, the organization also increased its stockholder equity to assert ratio. Table 1: Key Performance Indicators for Canon, 2004-2008 [pic] Data courtesy of: http://www. canon. com/ir/annual/2008/report2008. pdf Other indicators of Canon’s success are provided in Figures 1 and 2 below. These illustrations provide a review of net sales and ROE/ROA for 2003-2007. Figure 1: Net Sales for CanonFigure 2: ROE/ROA for Canon Data courtesy of: http://www. canon. com/ir/annual/2007/report2007. pdf With the realization that Canon has performed so well in recent years, it is pertinent to consider the specific areas which have promulgated success for the organization. A crucial review of the case information provided on the organization suggests that there are a number of pertinent strategy elements which have been pertinent to the success of the organization. In particular the organization has worked to develop a mission and vision which it has incorporated on all levels of its operations. The development of a guiding mission for the organization is essential for success (Henry 2007). Missions provide the foundation for the development of actionable processes which can be used for moving the organization toward specific goals (Johnson, Scholes Whittington, 2008). In addition to developing a mission and vision which provided the organization with a directive for action, Canon also developed a firm strategy focused on attainable goals for operations. Specifically, the organization set the specific goal of obtaining 30 percent of the world market by the 1980s. Research regarding the current state of achieving this objective suggests that even though Canon has not been able to maintain a 30 percent market share in the industry, it has overcome competitor Xerox to become second only to Hewlett Packard. Figure 3 below provides a review of global market share for companies competing in Canon’s industry. Figure 3: Global Market Share for Canon and Competitors [pic] (Data courtesy of â€Å"Office electronics industry profile,† 2008, p. 12) The focus on a specific goal for the organization has clearly had an impact on outcomes for operations. By using this specific goal for development, Canon has been able to set clear, measurable objectives which can be evaluated by the organization to determine outcomes. Setting measurable goals is an important component of developing a strategic plan for the organization (Huang, 2009). Measurable goals are viewed as essential to the successful implementation of a strategic plan which provides significant results for the ongoing development of the organization. Another issue which appears to have had notable implications for the successful development of Canon is the use of specific core competencies to ensure the outcomes of operations. In addition to developing a strategic plan which provided clear and measurable objectives, the organization delineated specific core competencies which it has been able to optimize in order to coordinate its strategic objective and achieve its goals. A review of what has been noted regarding the use of core competencies suggests that core competencies can provide the organization with the ability to focus development in particular areas (Zook, 2007). This process, in turn, sets the stage for the development of management practice and shapes how the organization approaches the market and its competitors. Collis and Montgomery (2008) provide a more integral review of core competencies noting the importance of review intended core competencies in the context of the external environment in which an organization competes. As reported by these authors, organizations need to consider the external environment and competitors in developing core competencies. While it is evident that core competencies must meet the internal demands and capabilities of the organization, Collis and Montgomery assert that improper alignment of core competencies in light of competitors and the larger industry in which the organization operates will result in failure of core competencies to be effective. In developing its core competencies, Canon appears to have taken these issues into consideration. The specific outcomes in this area are witnessed by the fact that in the 1970s, Xerox held a majority market share, which it has subsequently lost to Canon. In the 1970s, Canon recognized that the formula for success being used by Xerox was not the same formula which it wanted to pursue in the development of its organization. In this context, Canon chose to pursue a different pathway for competitive development; one which enabled the company to synthesize its internal capabilities with the market environment to create a unique competitive advantage against its largest rival. Because of this process of developing particular core competencies for operations, Canon was able to maximize its internal capabilities and use this as a strategic advantage in the marketplace. In summarizing the overall approach used by Canon to develop its strategic plan and subsequent management processes, it seems reasonable to argue that Canon did more than just place words on paper to establish a foundation for the organization. Rather, the organization developed a comprehensive plan for vision, strategy and development which were implemented on every level of the organization’s operations. In addition to delineating the larger objectives for the organization, Canon developed all of the intermediate steps that would be needed to achieve these objectives. In doing so, the organization aligned all of its activities toward the achievement of the organization’s overall strategy. The development of strategy in this manner is commensurate with what scholars note about the strategic planning and management processes. Kaplan and Norton (2008) assert that the strategy planning and development processes for the organization often end in failure because of the inability of the organization to effectively execute its strategy. Further, these authors assert that strategy failure is common because of implementation problems which manifest as organizations attempt to make critical connections between strategy objectives and specific outcomes which will be achieved to ensure that objectives are reached. Placing this information into the case of Canon, it becomes evident that these issues did not arise. Rather than struggling to implement, the organization developed to tools and resources needed to effectively ensure that it built a foundation which would enable success. It is this specific process which has enabled the success of Cannon. When strategy development is formulated as more than just specific words on paper the end result is the development of a strategic plan which provides concrete action steps for the organization to take. With these action steps in place, the organization is better poised to control the development of the strategic plan and its implementation (Neilson, Martin Powers, 2008). This element of control in the strategic planning process has been noted to be an important contributor to the success of strategic implementation. When control is established in the strategic planning process, the organization is able to dictate the specific changes which will occur and respond to outcomes in a manner that is commensurate with the capabilities of the company and responsive to the specific external environment which will impact the outcomes of operations. What Other Companies Can Learn With a basic review of the success of Canon in the development of its strategy provided, it is now possible to consider what, if anything, can be learned by other companies from this case. In examining the development and outcomes of Canon, it becomes evident that the specific protocols and practices which have been used by the organization to achieve success should not be mimicked by other companies. Even though Canon has been quite successful in its efforts to develop its products and services, the reality is that other companies cannot expect to use the same formula for success and to achieve the same outcomes achieved by Canon. Other companies have attempted to use this approach in the past—i. . Circuit City, K-Mart, etc. Even though mimicking another organization may provide some benefits in the short-term, the reality is that the outcomes achieved will not provide an organization with a long-term foundation for development. Even though companies examining the case of Canon may not be able to use the same specific tactics employed by the organization, Canon did employ a number of general models for strategic planning and development which could be considere d by other organizations. In particular, the development of core competencies for operations is an important tool which other companies could consider for success. An examination of models for the development of core competencies in the organization suggests that companies need to begin with a core strategy for the development of their operations. Once this core strategy has been delineated, it is then possible to articulate specific areas of organizational development by attaching them directly to the core strategy. Figure 4 on the following page provides a generic model of how core competency development for the organization has been conceptualized in for translation of core competencies into organizational practice. The application of this model to the development of core competency planning for the organization would serve as the foundation for the development of the basic ideas which could then be used for the further development of the organization. Based on the specific core competencies decided upon by the organization, a formal strategic plan for organizational development could be implemented. This plan would need to reflect the development of measurable goals to ensure the overall success of achieving core competencies. Figure 4: Generic Model for Core Competency Planning [pic] Image courtesy of: http://www. ulv. edu/cbpm/business/img/mba_exp_graphic. jpg Once the core competencies for the organization have been delineated, it will then be possible for companies to consider the development of a strategic plan. Examining the specific steps used by Canon, it becomes evident that solid advice for planning and development in this area are provided in the case. In addition to developing a driving vision and mission, the organization also implemented critical success factors which enabled the organization to formulate goals. The goals were codified in the context of action steps which provided a concrete foundation for the organization to achieve success. All of these issues were supported by the core competencies established by the organization. Figure 4 below provides a review of this process and demonstrates how other organizations could effectively adopt this process to generate success in their strategic planning and management processes.

Macbeth a Victim of Choice not Fate :: essays research papers

The three witches told Macbeth of his fate. Did the events in Macbeth?s life occur because of the witches? prophesy or was it because of the choices he made? Could there possibly be some of both? What caused Macbeth to fall? Was it his fate or his free will? To begin, we look at the first prediction of the witches. They call him by the names of ?Thane of Glamis?, which he already is, ?Thane of Cawdor? (a title he does not know he has been given), and "King hereafter." As a result, the first two things the witches tell him aren?t prophesies because they have already happened. Look at the third and most important prophecy. The witches tell Macbeth that he will become ?King Hereafter?, there?s knowledge that this actually happened. ?If chance will have me king, why, chance may crown me.? (1 3) Did it happen because of fate or did Macbeth make it happen? The witches tempted Macbeth to kill the King, however, it was his own ambition that led him to do that terrible thing. Macbeth, even though he was uneasy, he chose to kill King Duncan and ascend to the throne of Scotland. ?Nothing is but what is not.? (1 3) Look at the second set of prophesies. The witches tell Macbeth to beware of Macduff. They tell him that "no one born of a woman shall harm Macbeth." The witches are being sneaky here to give Macbeth the illusion that he cannot be harmed. Macduff eventually kills Macduff. Does Macduff, who is not born of woman, (his mother passed before he was born) kill Macbeth because of fate? Maybe he does but why does Macduff want to kill Macbeth anyway? Macbeth killed the king and took the throne, so there is an apparent reason that it was Macbeth?s choice. Finally, the witches tell him that he will not fall until ?Birnam Woods meets Dunsinane Hill.? Well, Birnam Wood meets Dunsinane Hill and Macbeth is defeated. This again is partially Macbeth?s fault. If he hadn?t killed the King, Malcolm?s forces would never have attacked him and made the prophesy true.

Resume Cover Letter samples Essay

Dear Mr. or Ms. Last Name: Your opening paragraph should briefly introduce you and your interest in the company. If you are aware of a specific position or opening, refer to it now. This paragraph should also be used to mention the names of individuals you have met from the company (e.g., at the EIS, company event or other networking event), or the individual who directed you to this person. Cite other research that prompted you to write, such as a recent article on the company or a positive networking interaction. The last line in this paragraph should give a summary statement of who you are and why you are a strong fit for the position. Your middle paragraph (or two) should consist of specific examples from your background that would be of greatest interest to the company and consequently create the â€Å"notion of fit.† Do not just make broad generalizations about your skill set – any assertions about your skills have to be backed up with specific examples of how/why you have developed those skills. Focus on your skills and accomplishments and how they could contribute to the company, but do not simply restate what is on your resume. Demonstrate that you know about the organization and the industry. If you are a career changer, it is essential to clearly state your transferable skills from previous experience that directly relates to the skills required in the position you are interested in. Your closing paragraph represents your summation and should outline the key next steps. For example, state  that you would like to discuss employment opportunities or other information with the person and that you plan on contacting them on a specific date. If the company has a specific position available, ask for an opportunity to interview. Thank the addressee for his or her time and consideration. Include your telephone and email address in case the cover letter gets separated from your resume. Sincerely, (signature) Your Name Enclosure(s) (If you send resume or other materials.) Student Name 123 Riverside Drive Philadelphia, PA 19103 wstudent@wharton.upenn.edu Date Ms. Recruit Mint Best Company 123 Recruiting Lane New York, NY 10027 Dear Ms. Mint: As a first year student at the Wharton School, I would like to be considered for your product development summer internship program. After attending your on campus presentation in October, I became very excited about the exciting career opportunities and dynamic culture at Best Company. I was particularly impressed with Best Company’s ability to maintain a small company culture while offering the resources and professional development opportunities of a large conglomerate. Additionally, my conversations with Joe Smith and Susie Queue served only to strengthen my belief that Best Company would be the ideal place for me to leverage my strong analytical and marketing abilities to make a substantial impact in the consumer goods industry. I believe my strong finance and marketing background, along with my prior consumer goods experience will enable me to be an effective part of Best Company’s team. Prior to Wharton, I worked in the consumer goods industry for 5 years,  handling export sales and marketing products for a leading beverage firm. As the leader of a 15 person cross functional team tasked with launching the company’s first new product in 5 years, I learned a great deal about the importance of creating buy in at all levels of the organization and understanding consumers’ needs and preferences. Despite aggressive deadlines and budget constraints, I led the team to successfully launch a $10 million new product which continues to be one of the top 3 selling beverages in its segment. In addition, during my MBA training, I have focused on developing my strategic analysis and financial planning competencies, two areas which I know are critical success factors for product managers in Best Company. These skills, along with my prior work experience and passion for new product development, will enable me to significantly contribute to your business. I would welcome the opportunity to interview with your company when you are on campus on February 4. Please find my resume attached. I look forward to meeting with you soon and want to thank you in advance for your time and consideration. Sincerely, Wharton Student Enclosure: Resume Student Name 123 Uris Street, Apt 3 New York, NY, 10025 Date Ms. Recruit Mint Recruiting Coordinator Unilever 123 Any Street Anytown, State, 12345 Dear Ms. Mint: I am a first-year student at the Wharton School of Business planning on  pursuing a career in brand management. While attending your company’s presentation on October 4, I was particularly impressed with the entrepreneurial mindset of Unilever brand managers and their emphasis on both the qualitative side of marketing, creativity, and the quantitative side, market research. I believe that my background in consulting and strategic planning, combined with my exposure to marketing and consumer insight would be a strong fit for Unilever. Therefore, I am writing to request an interview for the Brand Management Summer Intern position in the Home and Personal Care business. Prior to attending Wharton, I acquired a diverse set of marketing, analytical and project management skills. My experience working directly for the Vice President of Market Research and Consumer Insight at Seagram’s Spirits and Wine on an ethnic marketing strategy will enable me to immediately grasp consumer marketing and demographic issues facing your products. My role as Manager in Strategic Planning for Seagram’s gave me the opportunity to interact with senior management, to work with marketing directors in foreign affiliates and to gain marketing experience with a global perspective. Specifically, I led cross-functional teams in Costa Rica, Venezuela and Mexico to refine marketing strategies for presentation to senior management. In addition, I managed several external agencies in public relations, advertising and events planning for a Captain Morgan awareness campaign which resulted in a 20% increase in brand awareness. I believe that my exposure to senior management and to the tactical side of marketing, combined with the skills I gained as a management consultant – analytical thinking, team leadership and client relationship management- will allow me to make an immediate impact at Unilever. I believe I possess the essential marketing and management skills to be a successful brand manager at Unilever and would appreciate the opportunity to interview on your closed list on February 8. Thank you for your consideration and I look forward to speaking with you soon. Regards, Student Name Enclosure: Resume Student Name 123 Arch Street Philadelphia, PA, 19111 Date Ms. Jane Doe Senior Recruiter Bank 123 456 Wall Street New York, NY 11111 Dear Ms. Doe: As a second year MBA student at The Wharton School of Business, I would like to be considered for your XXX position. Through discussions with current employees, including Victor Jones from your XYZ group, I am convinced that Goldman Sachs offers the best platform for a successful career. I have long been interested in the various financial innovations employing fixed income securities. This passion, combined with my strong banking experience this past summer and my very strong analytical and quantitative abilities, makes me a strong fit for your fixed income group. Over the past summer, I worked as a summer associate at Bank ABC in both equity research and corporate finance. I learned a tremendous amount about the operation of securities business and how to communicate and market one’s idea; however, it also made me realize fixed income securities and derivatives are a better fit with my quantitative and analytical approach than equities. Before business school I was trained and worked as a scientist in genetic research, during which I led teams in successful completion of two projects and further developed my communication and leadership skills. I would very much appreciate the opportunity to interview with your company when you are on campus on February 4th. I look forward to hearing from you. If you have any additional questions, I can be contacted at 215-XXX-XXXX or abc@wharton.upenn.edu. Thank you for your time and consideration. Sincerely, John M. Carter 123 Arch Street Philadelphia, PA, 19111 XXX-XXX-XXXX abc@wharton.upenn.edu Date Ms. Jane Doe Senior Recruiter Bank 123 456 Wall Street New York, NY 11111 Dear Ms. Doe, I just graduated from The Wharton School of Business and am extremely interested in pursuing a full time position in Sales and Trading with your firm. I am a highly motivated and outgoing individual, as evidenced by my previous work experience in the investment banking industry, and I am convinced that an opportunity in Sales and Trading would allow me to combine these traits with my analytical, computer and quantitative problem solving skills. Spending the summer rotating through the trading floor at Bear Stearns allowed me to realize that a trading environment with excitement, challenges and learning opportunities is where I need to be. While an analyst for Electronic Data Systems, I worked with Credit Suisse First Boston and Deutsche Bank traders and their systems. Prior to that, at Donaldson, Lufkin & Jenrette I worked for the debt-trading desk, capital markets group and investment banking group. Through these positions, I gained substantial knowledge of the securities industry and experience in project management and business development. In addition, the demanding time constraints taught me to work well within a team. In addition, prior to starting at Wharton, I spent four months trading full time for my personal account. With these experiences, I feel that I have  substantial exposure to the markets and their trends and will continue to learn how to use them to my advantage. I have the educational background, academic achievement, practical experience, and passion to be an outstanding member of your team. I hope that you will find me well qualified for this position and I would like to reiterate my strong interest to discuss this opportunity and my qualifications with you further. I will contact you early next week to discuss a mutually convenient time for us to talk and look forward to meeting you soon. Thank you for your time and consideration; I hope to hear from you soon. Sincerely, Your Name goes here Student Name 1111 Ben Franklin Street Philadelphia, PA 19XXX XXX-XXX-XXXX xxx@wharton.upenn.edu Date Ms. Tina Brown Assistant Vice President Bank XYZ 999 Wall Street 12th Floor New York, NY 11111 Dear Ms. Brown: As a second year MBA student at Wharton School of Business, I am writing to express my interest in the full-time associate position at Bank XYZ in the London office. I am impressed with the opportunities the firm gives its employees to work in diverse teams and to advise clients on cross-border strategic decisions. Over the summer I served as a Summer Associate in the Real Estate Industry Group of JP Morgan’s corporate finance division. On the third week of my internship I was assigned to work on a French acquisition for a major client and was thrust into a field in which I had no prior experience. My rapid  understanding of this new area and my solid transaction management, people management and strong analytical skills enabled me to make valuable contributions to the project. The subject matter was fascinating and convinced me to further develop my real estate expertise by attending relevant classes, such as Real Estate Finance and Real Estate Transactions. I am interested in building on my summer experience and building a career in investment banking, particularly in the real estate field. Should you require additional information, please contact me by phone or via e-mail. I look forward to meeting with you when you are interviewing on campus in October. Thank you for your time and consideration. Sincerely, XXXXXXXXX Enclosure Student Name 123 West 21st Street Philadelphia, PA 19XXX Date Ms. Jane Johnson Strategic Planning Company ABC 101 JFK Parkway 5th Floor Any city, PA 19XXX Dear Ms. Johnson: I would like to express my interest in the XXX internship position with the Company ABC’s Strategic Planning Group. I have followed closely the movement of your company, and I have been very impressed. I believe that Company ABC has done a fantastic job leveraging its unique brand and assets into a relationship with the consumer that generates multiple streams of revenue from a single customer, and that it has done extremely well in creating new and profitable business segments for the company. Much of that success I attribute to the Strategic Planning  Group, and I would be very excited to use my skills in the development of the next set of strategies that will further strengthen that bond with the customer and that will produce consistent and profitable growth over the coming years. Prior to Wharton, I honed my team leadership, strategy development, and analysis skills while working at XXX Bank. I managed a project to boost net profits by $70 million per year by identifying dissatisfied customers and designing solutions to address their concerns. To succeed my team conducted focus groups to understand the reasons for card member complaints, brainstormed on programs to address these issues, created detailed cost-benefit analyses of proposed solutions, and ultimately coordinated the various groups necessary to implement our recommendations. The project required a comprehensive strategic vision, tremendous attention to detail, strong analytical skills, the ability to clearly communicate ideas, and the ability to mobilize groups with different agendas towards a common objective. I believe these skills would allow me to contribute to Company ABC by developing, analyzing, and implementing the next generation of business strategies. With my penchant for producing tangible results and my enthusiasm for tackling tough issues, I am confident that I can make significant contributions to Company ABC. I hope that you find my background and experience a good fit for your company, and I ask that you include me in your upcoming full-time interview schedule. I look forward to hearing from you. Thank you for your time and consideration. Best regards, Student Name Steve Stevenson 222 Western Street, Apartment A Philadelphia, PA 19995 abc@wharton.upenn.edu 215-999-9999 mobile Date Mr. Jeff Jefferson Associate, Investment Banking ABC Bank 123 Wall Street. New York, NY 10004 Dear Mr. Jefferson: I am a first year MBA student at Wharton and am interested in interviewing with ABC Bank for a summer associate position in investment banking. After conducting informational interviews with Eric Erikson, Daniel Danielson, and David Davidson, I am very interested in becoming a part of the successful team at ABC Bank. Before attending business school, I worked for over four years in acquisitions at Company ABC, the nation’s largest health care REIT. My major accomplishments at Company ABC included: †¢ †¢ †¢ †¢ †¢ Closing over 50 transactions totaling $425 million; Analyzing the acquisition of a $1.5 billion competing health care REIT; Preparing and presenting investment committee packages to the board of directors for transaction approvals; Leading multiple deal teams simultaneously on numerous transactions; and Ascending from analyst to assistant vice president through two promotions. I am confident that my skills and experience in the real estate industry will enable me to positively contribute to Company ABC. I appreciate your consideration for an on-campus interview with your firm in February. Should you require additional information please contact me at 215-999-9999. Thank you for your time and consideration. Sincerely, Steve Stevenson Steve Stevenson 222 Western Street, Apartment A Philadelphia, PA 19995 abc@wharton.upenn.edu 215-999-9999 mobile Date Mr. Jeff Jefferson Recruiter ABC Company 123 Main Street. New York, NY 10004 Dear Mr. Jefferson: I am a first-year MBA student at Wharton with a concentration in marketing and prior experience in market development. I recently read about the joint venture ABC Company is doing with XYZ Communications to expand its broadcast presence in the young adult market. I would be very excited to speak with you about how I could contribute to the success of this exciting new partnership. I believe my background and prior experience will enable me to be an effective part of ABC Company’s team. Prior to Wharton, I worked in the European consumer good industry for four years, handling export sales and marketing for a leading Italian beverage firm. My experience working with the primary European and North American markets gave me a range of essential skills, including insight into consumer purchasing behavior, distribution channels, and advertising and media planning. I successfully managed new product launches and campaigns throughout Europe, helping the company expand into new markets. During my MBA training, I focused on developing my strategic analysis and financial/investment planning competencies. I believe that these skills coupled with my passion for media would enable me to significantly contribute to your business. I would like the opportunity to discuss how my talents could be utilized at Company ABC. I will contact you during the week of February 18 to set up a mutually convenient time for us to talk. Thank you for your consideration and I look forward to speaking with you. Sincerely, Steve Stevenson David Green P.O. Box 5555 New York, NY 10010 215-XXX-XXXX Date Ms. Mary Davison Vice President Company XYZ 100 5th Avenue New York, NY 10101 Dear Ms. Davison: I am a first-year student at the Wharton School of Business pursuing a career in investment management and I am writing to express my interest in the XYZ position with Company XYZ. Your long-term investment perspective and multiple portfolio counselor system bring a richer perspective to your investments. In addition, your unique research portfolio allows your Research Analysts to directly contribute to your friends’ success. During four years in the management consulting industry, I concentrated on improving distribution and manufacturing activities in my clients’ supply chains. The projects I completed taught me the many factors that influence the performance of publicly traded companies and allowed me to hone my client relations skills. Both competencies would serve me well at Company XYZ. My current part-time equity research position at ABC Asset Management is also developing my equity analysis and valuation skill sets. The detailed  research I am performing is furthering my knowledge of how to best analyze a company’s future prospects. I am very interested in speaking with you about how I would contribute to the success of Company XYZ. I hope to have the opportunity to meet with you during you on campus interviews on February XX. Thank you for your consideration and I look forward to speaking with you. Sincerely, David Green Enclosure John Talksalot 155 East 45th Street New York, NY 10001 xyz@wharton.upenn.edu 917-201-6716 Date Ms. Natalie Andrews Human Resources Associate Consumer Products Company ABC 555 Amsterdam Avenue Tarrytown, NY 10591 Dear Ms. Andrews: I am a first-year student at the Wharton School concentrating in marketing. I am writing to request an interview on March 3, 2003, for the Summer Associate Global Brand Management position. After attending your MBA Open House on October 21, 2003, and speaking with your colleagues, John Harvey and Jay Fisher, I believe Consumer Products Company ABC would be an excellent match for my future career in global brand management. My passion for the food sector stems from the early exposure I had by working in my family’s food business. I am also excited about contributing my four years of strategic planning and consumer insight to your company. As Manager of Strategic Planning at MasterCard, I led cross-functional teams that developed and implemented integrated marketing plans and successfully communicated our platinum card’s benefits to consumers with maximum impact  and efficiency. This role also afforded me the opportunity to interact with senior management from other divisions, work with marketing directors in foreign affiliates and gain marketing experience with a global perspective. I believe that my tactical success in expanding MasterCard’s brand name by targeting new consumer segments as well as my success in refining its core market strategies would enable me to make a fine contribution to your team. Thank you for your consideration, and I look forward to speaking with you soon. Best regards, Michael Talksalot Enclosure Jacob Jacobson 100 South 22nd Street Philadelphia, PA 19100 abc@wharton.upenn.edu Tel: (215) 999-9999 Date Ms. Karen Smith Campus Recruiting Manager ABC Consulting 150 Broadway New York, NY 10101 Dear Ms. Smith: I am a first year MBA student at the Wharton School writing to apply for a consulting position in your summer associate program. I am particularly interested in working in the Health Care practice of your New York office. After attending your company presentation and speaking with several consultants from your firm, including John Johnson of the Philadelphia office, I was excited by the opportunity to contribute to ABC Consulting’s innovative work in the health care field. Furthermore, I was impressed by the excellent structure of the summer program, and ABC Consulting’s strong reputation for focusing on both strategy and implementation. As a faculty  member at University of Pennsylvania Medical School, I led a number of basic science projects in diverse disease areas enjoying the opportunity to create and confirm hypothesis. (EXAMPLE) I also had the opportunity to gain managerial experience by collaborating closely with teams of biomedical researchers and ensuring the team thrived in environments of uncertainty. (EXAMPLE – include sentence here about quant skills and an example of how you used them). My biomedical science training coupled with my strong leadership experiences and extensive quantitative skills will enable me to provide value to ABC Consulting and its clients. I look forward to speaking with you or your representative when you visit campus in February. In case you require additional information, please feel free to contact me at 215-XXX-XXXX. Thank you very much for your consideration Sincerely, Jacob Jacobson Ms. Susie Stephenson 1955 Sansom Street Philadelphia, PA 19101 Mr. John Johnson Company ABC Corporate Finance Date Dear Mr. Johnson: I am writing to apply for a position as a Summer Financial Associate with Company ABC. As a first-year MBA at the Wharton School, where I am majoring in finance and health care management, I have come to appreciate the unique opportunities provided by Company ABC. After attending your on-campus presentation, I am excited about the finance opportunities at Company ABC. I have been particularly impressed by Company ABC’s ability to maintain a  small-company culture while building a large conglomerate of consumer products, medical device and pharmaceutical companies. With over four years of experience in the biopharmaceutical industry, I have not only developed sophisticated analytical skills, but also the leadership capabilities necessary to address the growing financial and strategic concerns facing companies today. Most recently as a Financial Analyst at XYZ Pharmaceuticals, where I provided financial support for two therapeutic areas as well as business development activities, I mobilized my colleagues to offer a struggling business unit better financial support. I implemented more insightful ways to look at value options through financial analyses as well as provided deal support on several out-licensing and codevelopment opportunities. In addition, my previous work advising biopharmaceutical clients at ABC Consulting enabled me to fine-tune my communication skills. With my drive, skills, and experience, I am confident that I can make an immediate contribution towards the growth of Company ABC. I look forward to the opportunity to interview with you or your representative when you are on campus in February. Attached please find a copy of my resume. If you have any questions, I can be reached at XXX-XXX-XXXX. Thank you for your time and consideration. Sincerely, Susie Stephenson Date Mx. XXX XXX Company X Address City, State, Zip Dear XXXX, I am writing to apply for an XXX position with Company X’s ABC Division. After gaining additional perspective on ABC through my attendance at Company X’s information session and conversations with Benjamin Lim and David Kasper, I am convinced that ABC Division would be an ideal environment to  further my marketing career pursuits. I am impressed with Company X’s marketing training, cutting-edge drug research and ethics-driven culture. The pharmaceutical sales and marketing strategy insights I gained from health care consulting will enable me to make immediate and lasting contributions to ABC Division’s brand management teams. During my tenure at Consulting Firm Y, I assisted executives at Fortune 500 pharmaceutical companies in devising innovative, multi-channel sales and marketing strategies. By leveraging my creativity and analytical skills, I enabled my clients to differentiate themselves from their competition and enhance physician penetration and reach. My strong communication skills will also be valuable in crafting physician messaging and internally sharing information with my Company X teammates. This skill was recognized by upper management at Consulting Firm Y, as I was selected to lead firm-wide training on presentation crafting and storyboarding. Lastly, my initiative in developing a corporate knowledge sharing system at Consulting Firm Y reshaping ABC Pharmaceutical’s training and vendor qualification system, and serving on the Wharton MBA Curriculum Advisory Board demonstrate my leadership and involvement in continued enhancement of the environments where I have worked and studied. I look forward to the opportunity to interview and to continue to learn more about marketing career opportunities at Company X. Should you have any questions regarding my interests or qualifications, please do not hesitate to contact me via e-mail hc@wharton.upenn.edu or at XXX-XXX-XXXX. Sincerely, Student Name

Strategy of Growth Example For Free - Free Essay Example

Sample details Pages: 13 Words: 3962 Downloads: 3 Date added: 2017/06/26 Category Business Essay Type Research paper Tags: Development Essay Did you like this example? There are three tactics which can support a strategy of growth. Firstly a firm can adopt internal or organic development. For example Glaxo Smith Klein (GSK) a large UK drugs business reorganised its research and development (RD) operations to improve expansion. Secondly, another UK pharmaceutical company AstraZeneca carried out takeovers of bio-science firms (mergers and acquisitions MA). Compare and contrast these two approaches to growth by discussing their relative advantages and disadvantages. Use examples from any relevant sector, not just Big Pharma. Summary The paper presents a contrast between conservative and aggressive growth options. It discusses mergers and acquisitions, organic growth and alliances using examples from a range of industries which include online businesses, brewery firms, soft drink giants and also a major pharmaceutical industry merger. In examining the interface between the different growth options the paper posits that they are not mutually exclusive and one may lead to the other, whereas a portfolio of growth options is strategically astute to have. The advantages, disadvantages and issues surrounding the growth options suggest that it is a risk-benefit premise that underpins the value perceptions from a chosen growth route. Competitive situations and resourcing s aspects also govern the choice a chosen route. Don’t waste time! Our writers will create an original "Strategy of Growth Example For Free" essay for you Create order 1. Introduction This paper discusses the different routes to growth that an enterprise might take. Given the growing popularity and mixed success of aggressive growth option of mergers and acquisitions, the paper compares and contrasts them with more conservative options like organic growth and alliances. It first presents the interface between the different routes and then focuses on their relative advantages and disadvantages. The contrast is also brought out in discussing needs, and in highlighting the issue of achieving synergies for delivering greater value under the different growth routes. The paper focuses on organic growth and mergers and acquisitions in the main, with some development of the context of alliancing in comparing the two. It closes with some strategic highlights from the discussion. 2. The Interface and Non-Exclusive Nature of the Growth Options Strategic growth options for a firm usually take three forms. These are growth through alliances with other firms in different areas ranging from RD to distribution and other forms of joint ventures; growth through mergers or acquisitions (MA) à ¢Ã¢â€š ¬Ã¢â‚¬Å" that implies creating a new entity through a merger or an expanded firms through an alliance and; organic development that is essentially about growing as an organism through overtime development using investment from surpluses the firm creates from its operations to acquire more assets, personnel and diversify or expand into business areas (Sudarsanam, 2003, p. 70). While these are different options they are not necessarily mutually exclusive. An organisation can follow one option or the other simultaneously. For example a global firm can alliance with another in a new market for purposes of accessing its distribution network while continue to grow organically in another market it has a very entrenched position in . In still another market where competition is intense and competitors are vying for key suppliers it may engage in vertical integration with acquisitions along the supply chain. The example of Pepsi is a validation of such simultaneous occurrence. It acquired key bottling firms in Mexico at three times the price they were worth in early 1980s; this affected the growth of its competitor Coca-Cola very adversely. Similarly Pepsi tied up with Thumps-Up the Indian soft drink brand to penetrate the market before making an offer of acquisition that Thumps-UP could not refuse (Weston et al., 2003). This synergetic and partnered penetration also worked well with making a foreign brand get acceptance in India, which had traditionally been very resistance to foreign brands. In the meantime of course Pepsi continued to grow organically in other markets and later in the markets it thus entered through more externally oriented growth options i.e. alliances and mergers and acquisitions. This example opens up one more dimension of the interface between the different strategic options. This is about one leading to the other. The most familiar one is the alliance option leading to a merger or acquisition- where the former is essentially a taster that builds confidence in the merger. After merger or acquisition the strategising for organic development becomes very crucial, because two different legacies come into play à ¢Ã¢â€š ¬Ã¢â‚¬Å" moving forward as one firm is bereft with challenges (Datta, 1991; Mintzberg et al., 2003, p. 129). The following figure captures this interface. Organic development is a stable option while an alliance is an option with an external locus that can (but not necessarily will) lead to an MA, while MA itself is a function of further and focussed organic development. Alliances can also result in further progress along the partnership trajectory or withdrawal, contingent on how the issue of mutual benefits and over time trust shapes up. An MA in contrast à ¢Ã¢â€š ¬Ã¢â‚¬Å" if it fails can also lead to disposal or a de-merger as is sometimes called, which is very difficult and costly to do (DePamphilis, 2008, p. 531). It can also require organic development that is not à ¢Ã¢â€š ¬Ã¢â‚¬Å" normal but calls for restructuring as well to co-opt the new organisation that comes into being requiring a merger of two legacies. Figure 1: Interface and Non-Exclusive nature of the Growth Options 3. Advantages and Disadvantages of the Growth Options This section extends the contrasts the organic development and the mergers and acquisitions option, building on the prior section that outlines there nature and mutual interface. In doing so it also invariably engages a comparison with the alliances perspective which is the third and arguably the midway perspective intertwined with the other two as explained in the preceding section. The disadvantages and advantages of the growth options are discussed and then summarised. Because of its internal locus of control organic development is easier to control. It is an incremental growth option which builds on core competencies and feeds on rents the firm draws from its operations to fuel expansion. To this extent while it is slower relative to other options it also entails lower risk. Even if debt financing is subscribed to à ¢Ã¢â€š ¬Ã¢â‚¬Å" it is leveraged on current operational throughput and not on future estimates as in mergers and acquisitions, where such estimates are hig hly contingent on the success of a complex post-merger acquisition process (Ghoshal and Gratton, 2002, p. 34). The organics growth option often involves more upfront revenue costs even if debt financing is subscribed to. Furthermore its value in terms of surprising competition because of its slow trajectory is low. Competition is likely to predict the outcomes and resultant value a firm will draw from its investments in organic growth. Alliances and Joint Ventures are a step up from the mergers and acquisition process they transcend limited competencies by alliancing and drawing the resources of the partner. In many cases such alliances lead to much superior value than would be possible given the constrained and limited scope of one enterprises resources and capabilities. This unlike organic development moves can usually surprise competitors but can also crumble easily because it is a partnership based on a perception of mutual benefit. Only when it goes beyond benefits to trust can it be rather stable. It does not give real control to anyone enterprise and usually each tries to get more value out than the other. Relative dominance of collaborators may shape an alliance that is not only stressful but is likely to sometimes result in sub-optimal value for both parties. However, when it transcends the benefit harnessing premise to trust between partners it can sometimes sow the seeds for a rather amicable merger and acquisition (DePamphilis, 2008, p. 539). Mergers and acquisitions do not usually arrive by joint ventures but independent of it. They are closely guarded secrets even if deliberated for considerable period of time. When they occur and/or are announced they can cause a ripple in the industry and also surprise competition. Mergers and acquisitions fundamentally extend competencies by integrating new ones provided these new ones do not conflict with the old ones/ the other set of competencies, but act as complements. The economies scal e and scope in production and in reach to markets also stands extended if there is not much duplication or conflict in drawing synergies (Harrison, 1991, p. 178; Sirower, 1997, p. 17). In essence the search for parties with true complementary resources is critical for drawing synergies for benefits from an MA. Not only the merger and acquisition costly but it hits profits in the short run due to market uncertainty in the short run and also focus on integration than operational excellence that is required in the immediate aftermath. This aftermath can extend to several years as in the case of GlaxoSmithKline (GSK) than came together as a consequence of the merger between GlaxoWellcome and SmithKlineBeecham in 2000. The post-merger integration activities continued for almost the next few years. For instance, the post-merger integration of project practices was rolled out after initial smoothening and alignment of resources only in 2003 and then took another few years of refineme nt based on feedback to get firmly in place. Though this was a successful merger the process itself was costly in terms of resource commitment (Weston et al., 2003, p. 151). Similarly the dilemma faced by AmBev the merged entity from the coming together of Anthartica and Brahma took even longer to stabilise because of fundamental nature of the business of these two Brazilian brewery firms. One was conservative and the other rather ambitious in terms of marketing and product selection. This impacted some incongruence in how the combined top leadership made strategic decisions post-merger. Another important thing to note is that in the rushed market manoeuvres of the 1990s it was always an explicit dilemma à ¢Ã¢â€š ¬Ã¢â‚¬Å" whether to focus on integration or go for more mergers and acquisitions. Though AmBev opted for the latter and was successful- it was a risky manoeuvre to invest in MAs without realising true synergies from past MAs (Mintzberg et al., 2003, p. 130). This also brings forth another aspect of managerial hubris that can be fuelled by successful MAs initially and making the top leadership run on this trajectory of high risk for very long periods. The case of Saatchi and Saatchi that found this to be its nemesis is aft cited as an example of MA moves that went on for too long, were led by managerial hubris and eventually led to organisational decline, because synergies were not appropriated (Minztberg et al., 2003, Haleblian et al., 2009). The risk mergers and acquisitions entail puts an argumentative quotient to their speed. They are not really fast if one were to look at the time it takes to draw synergy, and if done careful require more time than usually appreciated to scope a relationship like in an alliancing arrangement. As Faulkner and Bowman (quoted in: Gaughan, 1994) say: Of the various opportunities to growth which may exist, the option of acquisition [and merger!] is by far the riskiest, unless pursued after an extend ed period of close collaboration with the target company [between the target companies] as a partner In summary the relative advantages and disadvantages can be summarised as follows: Table 1: Summary of Advantages and Disadvantages of growth Options ROUTES TO GROWTH Organic Development MA Alliance and Joint Ventures Advantages Easier to control Arguably perceived to be Fast (but in reality could be painstakingly slow if Post merger integration issues are not tackled well) Opens exciting opportunities Builds around core competencies Extends Competencies and opportunities Transcends limited competence Lower Risk Surprises Competitors in many cases Surprises Competitors in some cases Disadvantages Slower Costly May crumble easily-backing out easier May involve upfront revenue costs More Difficult and riskier given the history of MA à ¢Ã¢â€š ¬Ã¢â‚¬Å"performance indicators ambiguous Collaborators may dominate Unlikely to surprise competitors Hits Profits Doesnt give control-arguably lower quality earnings (Adapted from Gaughan et al., 1994, p. 355-412) 4. Synergetic Growth and Drawing Synergies In organic growth option synergetic growth is a given because the locus of control is internal. Any improvements in profitability and performance say in RD and market growth indicate the synergies that have been accumulated and delivered for growth. The incremental value is usually slow but clearly aligned to organizational resources and capabilities. The idea becomes more nuanced when one speaks of two entities coming together to shape a new one as in an MA. The sense for doing this will only when the combined value is greater than the sum of the parts i.e. greater than the sum of their value generation when they were apart. This is where the contrast of value, synergies and also expectations between organic growth and mergers and acquisitions becomes much amplified from a perspective of rationale (Larsson and Finkelstein, 1999, p. 21; Sirower, 1997, p. 41). Synergy theory expects that there is really something out there which enables the merged /combined entity to create shareholders value. In other words synergy is ability of merged/combined entity to generate higher shareholders wealth than the stand alone entities. Economically it can be said to translates into ability to further limit competitors ability to contest their or the targets current input markets, processes, or output markets, and/or ability to open markets and/or encroach on their competitors markets where these competitors cannot respond. Clearly the shift in synergies or expectations about it is only incremental in the case of organic development in the case of mergers and acquisitions this is rather radical (Sirower, 1997, p. 34, 45) The two main types of synergies are operating and financial synergy- as discussed in literature that tried to examine the efficacy of merger and acquisition cases. Operating synergy refers to the efficiency gains or operating economies that are derived in horizontal and vertical mergers. Financial synergy in the main refers to the possibilit y that the cost of capital can be lowered by combining one or more companies. One of the main sources of operating synergy is the cost reductions that occur as a result of corporate combination. These cost reductions may come as a result of economies of scale (decrease in per unit cost due to the increase in size or scale of the company). The other is economies of scope which is the ability of the firm to utilize one set of inputs to provide a broader range of products and services. Financial synergy refers to the impact of a corporate merger or acquisition on the costs of capital to the parties in the MA transaction. However whether financial synergy actually exists is a matter of dispute within corporate finance. The combination of firms can reduce the risk if the firms cash flows are not perfectly correlated. If the transaction lowers the volatility of cash flows then the suppliers may consider the firm less risky (Filatochev and Toms, 2003, p. 900). Drivers of synergy a re thus a whole gamut of factors in mergers and acquisitions in contrast to routine and linear combination of production and operations feeding into strategy in organics development. This relative complexity in mergers and acquisitions is as outlined in the figure below. These combine and augment each other for delivering synergy which is the indicator of an MA transaction. Factors such as strategic relatedness, culture and modus operandi of the transaction influence the extent of and time taken to achieve synergy levels that are stated in the transaction objectives. It is not that these factors do not appear in organic development scenario à ¢Ã¢â€š ¬Ã¢â‚¬Å" only that they are streamlined and dormant as concerns because of the stable platform of incremental and slow pace of investment with mostly lower expectations of returns compared with MAs (Haleblian and Finkelstein, 1999) Figure 2: Amplification of a complex set of factors in MA relative to organic growth (Adapted f rom: Weston et al, 2003, p. 43) For example, in the case of the eBay à ¢Ã¢â€š ¬Ã¢â‚¬Å"Skype transaction in the middle of the last decade operational synergy in this vertical integration is argued in context of economies of scope given the ideas of creating more users, increasing presence abroad, the role of real time communication in e-commerce e.t.a. Economies of scale have been implied in the idea of creating and enabling faster communication between buyers and sellers. EBay also acquired resources to compete with rivals ranging from Google, Microsoft et al from a perspective based on Porters five forces model (discussed in Mintzberg et al,, 2003, p. 131). There is some argument about how the markets would see this integration given that Skype was seen as potentially more volatile. Though there is insufficient financial information to comment further on financial synergy, the mode of acquisition pay-out being linked to performance and with sales improvement- the argu ment may contribute to stability and financial value perception of the MA deal. The rolling acquisitions eBay made also resulted in making the suppliers of capital a bit apprehensive like : is it too many too quickly, will it be a case of indigestion. Clearly the MA mode brings external control and external interface into play that goes beyond just the external entity being merged with or acquired. Also, the eBay and Skype deal looked at a gestation period contingent on performance. This was de-facto not a complete deal in conventional MA terms but arguably a progression from a quasi-alliancing kind of a mode to a complete acquisition. Organic development at eBay was argued to be costly relative to just acquiring Skype (given video-voice based real time communication technologies). However, this perception of cost as argued in acquisition justification talks is sub-optimal; the costs have to include the risks of integration, investment of resources in facilitating and intern alizing the acquisition à ¢Ã¢â€š ¬Ã¢â‚¬Å" among others. The Ebay and Skype integration did not last long, with eBay selling off Skype in 2009 (TC News, 2009). From a true cost perspective that sometimes includes unforeseen elements including firm reputation, it is rare to find an MA that is less costly than organic development. Of course when a success and with returns factored in MA is a option that promises returns that are much higher- I a typical high risk high return setting that characterizes growth options. Also while an alliancing though could be a competitive strategic option in the case of Ebay-Skype, Skpye was an acquisition target for competitors like Goggle and Microsoft, making it sensible for eBay to go for an acquisition. However, in hind sight eBay could do with a mix of growth options across the transactions it has made with the 18 companies (all acquisitions) to closely ponder where and if, it could go for alliancing or organic development in some cases instead of acquisitions to optimize usage of company resources (TC News, 2009; Harrison, 1991). 5. Contrasting Key Performance Indicators and amplified needs Another complex process that entails Mergers and Acquisitions is a view on the key performance indicators that becomes inherently complex. As the list of generic key performance indicators suggests- almost all become amplified. For example retention of existing customers while in organic growth is subject to standard marketing strategies in MA it also becomes a function of realigning brand equity related perceptions. The list in the table below also have some elements that are explicit in terms of mergers and acquisitions like on achieving synergy and integration and also systems alignment and personnel leaving (turnover). This creates new pressures for management- alternate processes and even internal change projects have to be set up. This is also a validation for the earlier assertion that it can in effect be time consuming and because of such diverted attention, among other things MA can hit profits in the short run. Table 2: A perspective on performance concerns Perspective Key Performance Indicator Customers Retention of Existing Customers Efficiency in Delivering Services Financial Synergy Components Captured to Date Timely Financial Reporting Timely Cash Flow Management Operational Completion of Systems Analysis Reassignments to all Operating Units Resources Allocated for Workloads Human Resource Percentage of Personnel Defections Change Management Training Communication Feedbacks Organizational Cultural Gaps between companies Number of Critical Processes Defined Lower level involvement in integration (Adapted from: Weston et al., 2003, p. 55) Likely challenges for eBay are going to be related in the main to systems analysis to integrate Skype voice and video communication into the auction-sale-purchase system it has. Skpye is seen as a smaller more rebellious company intent on keeping its individuality even when it is a part of eBay. In this sense cultural gaps and communication-feedbacks between companies will need to be addressed very carefully (Weston et al., 2003, p. 114). Performance monitoring i.e. synergy components captured over time for the proposed performance linked payout may also need clear upfront guidelines. The resources of eBay are stretched given the rolling acquisitions it has made; it was initially interesting to see how it deployed resources for the post-merger integration initiative (TechDirt, 2006). There are also other issues that can be used to contrast the needs of the MA process versus the organic growth option. One of these that merit a m ention at the close of issues and characteristics discussed in the paper is the role of regulatory bodies and how they perceive either. In the case of organic growth the impacting regulations are mostly operational but in the case of MA regulatory authorities pay close attention to what is the impact of an MA on the industry competition and consumer interests. 6. Conclusions This paper has shown a clear case for contrast between mergers and acquisitions and organic growth, and has also contextualized the midway route of alliancing. In highlighting issues, concerns and relative merits and demerits the paper is particularly oriented towards highlighting the relative risk of MA and clarifying the mistaken perception that they are quick. They can be rather slow as well given the need for achieving synergies through post-merger acquisitions. Among other things another highlight has been the implications for organizations to adopt a mixed portfolio of growth strategies contingent on the situation and resourcing strengths. REFERENCES Datta, D. K. (1991). 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